Connecting with Healthcare Stakeholders Smartees Seminar
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This is the full slidedeck of our 'Connecting with Healthcare Stakeholders Smartees Seminar' (28 May 2013) in Ghent. The main focus is on how to better connect with your healthcare stakeholders by using new ways of interaction. The main theme is elaborated, followed by some interesting case studies of Merck Serono & UCB.
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Connecting with Healthcare Stakeholders Smartees Seminar
- 1. Connecting with Healthcare Stakeholders Smartees Seminar This is the full slidedeck of our „Connecting with Healthcare Stakeholders‟ Smartees Seminar. The main focus is on how to better connect with your healthcare stakeholders by using new ways of interaction. The main theme is elaborated, followed by some interesting case studies of Merck Serono & UCB.
- 2. 5th edition HEALTH SMARTEES 2013 Welcome @ InSites Consulting! Relax & Enjoy. And ask questions whenever you want! #Insites
- 3. 5.Health Smartees Smartees are smart sessions for clever marketers and researchers. They are all about learning and sharing. It is our goal to leverage existing knowledge and inspire you with cases from the business reality.
- 6. Founded 1997 as a business school spin-off Structure Fully independent, 7 managing partners Growth Average yearly growth +25% Locations USA I ROM I UK I NL I BE Team 125 passionate & talented people Reach Global Consumer & Moderator Network Clients +35% of 2012 Best Global Brands (Interbrand) Awards ESOMAR I AMA I ARF I MRS I MOA I AMMA
- 7. We want to bring our clients to the future first
- 8. the most effective consultants for any company Customers are
- 9. Knowledge Leverage We engage people to think harder and better. We activate them to structurally collaborate with us and our clients to co- create the future of brands. 1.
- 10. Internal Leverage We drive ultimate customer centricity by engaging employees and other stakeholders around the customer. By bringing customers inside organizations, we change people‟s hearts, minds and actions and create internal alignment. 2.
- 11. 3. External Leverage By turning research into a unique participant experience, we create a meaningful impact on your product or brand. Through deep engagement and collaboration with customers, we drive positive conversations and ultimately growth.
- 13. 5th edition HEALTH SMARTEES 2013 ENJOY ! Magali Geens, Managing Partner
- 14. Saartje Van den Branden Customer Consulting Boards
- 17. We want to bring our clients to the future first STRUCTURAL COLLABORATION Towards
- 18. the most effective consultants for any company Customers are STRUCTURAL COLLABORATION Towards
- 27. 5.Brand building through customers STRUCTURAL COLLABORATION Towards
- 28. 6.Internal & external leverage STRUCTURAL COLLABORATION Towards
- 34. What? What can we do with it? What is the added value of having such a „customer Consulting Board‟? How can we maximize the impact of this collaboration? 1 2 3 4 Embed your Customer Consulting Board in 4 strategic areas. STRUCTURAL COLLABORATION Towards
- 35. 1.Get close to your customer 2. 3. 4. Uncover new insights Generate & craft ideas and concepts Drive customer experience & action Via the Customer Consulting Board, a company gets a unique opportunity to tap into the customers‟ lives. By getting close to the customers and collaborating with them, a company can better understand the behavior and motivations that fuel their buying and prescribing behavior. By discovering the blind spots, your company will have a better outlook on the future. The Customer Consulting Board helps to get to the hearts of customers. What are their problems? What makes the difference so they‟ll buy or prescribe your products? Maximize the relevance of your offer and services by generating insights and have an in-depth understanding of the customer needs. Today‟s customers are empowered and want to create their own future. They are part-time marketers and have a clear idea on the products and services they want to use, the stores they want to visit and the experience they want to enjoy. Understanding different touch points a company has with customers, a customer Consulting Board will make it feasible to map the whole customer journey and improve the experience within and across channels. The final goal is to drive the actions of customers: talking about your brand, recommending products or services and ultimate buying them. STRUCTURAL COLLABORATION Towards
- 36. What? What can we do with it? What is the added value of having such a customer Consulting Board? How can we maximize the impact of this collaboration? 1 2 3 Leverage your customer Consulting Board on 3 levels. STRUCTURAL COLLABORATION Towards
- 37. In our Customer Consulting Boards we use different creative techniques and gamified moderation to engage customers to think harder and better. These techniques help tap into customers‟ thoughts and maximize the outcome of the collaboration. Ultimately, this will improve and fasten decision making. 1.Knowledge leverage STRUCTURAL COLLABORATION Towards
- 38. The findings coming from your Customer Consulting Board will drive a philosophy of customer centricity and will engage employees and other stakeholders around the customer. We bring the customer in their heart and engage the employee. The outcomes will inspire them and ultimately drive them to act and behave differently. 2.Internal leverage STRUCTURAL COLLABORATION Towards
- 39. By turning research into a unique customer experience, we create a meaningful impact. Through deep engagement and collaboration with customers, we drive positive conversations and ultimately growth. As a company, you can communicate about the process, the outcome and the learnings from the customer Consulting Board through carefully selected channels. 3.External leverage STRUCTURAL COLLABORATION Towards
- 40. What? Knowledge leverage Internal leverage External leverage Getting close Creating Relevance Co-creating solutions Driving customer action STRUCTURAL COLLABORATION Towards Making better decisions Changing our mindset Driving our brand
- 41. What? Knowledge leverage Internal leverage External leverage Getting close Creating Relevance Co-create Solutions Driving customer action STRUCTURAL COLLABORATION Towards Making better decisions Changing our mindset Driving our brand
- 43. Customized approach Based on your needs, you can either start with a pilot of a Customer Consulting Board and reactivate it or launch a structural collaboration to gain internal buy-in and fine-tune the approach wave after wave. To gain efficiency the client team can tap into more tactical topics while InSites consultants are recommended for in- depth analysis of strategic topics. STRUCTURAL COLLABORATION Towards
- 44. Customized approach STRUCTURAL COLLABORATION Towards Intensity Full service Find your sweet spot
- 48. STRUCTURAL COLLABORATION Towards Games & competitions Internal workshops Online dashboards Blogs & news sites Social media Inspiration reports MoviesPress Impactful reporting
- 49. www.insites-consulting.com Thank you! Saartje Van den Branden, Senior Research Manager Life Sciences & Healthcare +32 479 61 18 78 Saartje@insites-consulting.com
- 50. Sébastien Van Laere & SarahManley, Nutricia CASE study Nutricia: PKU Teens Community
- 51. Sofie Bruggeman & Martijn Huisman CASE study Merck: hypertension community
- 52. Hart voor Elkaar (Heart-to-Heart Talk) How connecting with patients leads to better insights By InSites Consulting Annelies Verhaeghe, Head of Research Innovation Sofie Bruggeman, Senior Research Manager Life Sciences & Healthcare team Martijn Huisman, Research Consultant Life Sciences & Healthcare team By Merck n.v./s.a. Nico Smet, BU Manager Fertility & Endocrinology, CardioMetabolic Care & General Medicine Laetitia Pinton, Product Manager Fertility & Endocrinology, CardioMetabolic Care & General Medicine
- 53. Understand the patient‟s lifestyle Get insight in the role of hypertension in the patient‟s life RESEARCH OBJECTIVES Find new patient insights and translate them into actionable & relevant services BUSINESS OBJECTIVES
- 54. The patient consulting board 1 2 3 1 2 3 Blog Crowd Interpretation Discussions
- 55. SAY ‘Hi’ TO YOUR PATIENT CONSULTING BOARD 55 patients 1717 posts
- 56. What is a GOOD customer insight ? x x =Aha!! It’s me !!!
- 57. A good insight starts with your patient Too often companies innovate based on a product, a technology or universal trends. A good insight however should start with the customer.
- 58. 1. Online ethnography OBSERVING hypertension patients by asking them to blog about their life
- 59. Get immersed in the life of patients Explore typical hypertension moments Discover routines hypertension moments
- 60. #irritated #involved #self protective #hopeful #sad #insecure #powerless #scared Developing a patient typology
- 61. Beyond the in-home visit The impact of type of day on compliance
- 62. Seeing the world through their eyes
- 63. The patient storytelling board
- 64. The patient storytelling board
- 65. The patient storytelling board
- 66. The patient storytelling board
- 67. 2. Crowd interpretation game Interpret and explain the patient stories to generate more and new insights
- 68. 1. Observation 2. Meaningful observation 3. Interpretation 4. Insight Let the magic begin
- 70. 360° interpretation 55 hypertension patients 24 HCP’s 50 caregivers
- 71. Added value crowd interpretation 19 insights + 25 insights Blog (+ Discussion phase) Crowd Interpretation (3 stakeholders)
- 72. Added value crowd interpretation 6 53 4 0 1 6 Hypertension patients HCP’s Caregivers Numbers refer to the amount of insights collected per stakeholder
- 73. Recognition? Everybody experiences hypertension in a different way The interpretation of fellow patients were most recognizable Yes No
- 74. 3. Discussion stage Further shape insights and explore useful services to hypertension patients
- 75. From insight to action Reflective probing New services
- 77. The impact on patients (…and the moderator) “I am hardly ever concerned with high blood pressure. It is hereditary and I take a pill everyday. But after two weeks of participating in this project, I did start to observe myself better.” “I have been living with high blood pressure for years. I hardly ever pause to think about it. But by participating in this community I do think consciously about it: how I live with it, how I fit it in with my life, and how I keep it in mind after all.” “I took the time to reflect on what hypertension means in my life. Usually you pay little or no attention because your situation is quite stable.”
- 78. “Very recognizable and definitely a translation of all types of patients that I see in my practice.” The impact on HCP’s “More openness to empower patients to self monitor their health condition.”
- 79. The impact for Merck Deliverables 1717 posts (blog + crowd interpretation + community) Interactive health consumer dashboard (Pivot Viewer) with over 250 tagged pictures & texts 7 (unmet) needs and frictions across the patient journey 6 service concept solutions (only 4 adverse events encountered)
- 80. The impact for Merck “This methodology helps us to truly understand patient needs. The active involvement of the participants generated a lot of valuable insights, which were validated afterwards by physicians”. Nico Smets Business Unit Manager Fertility & Endocrinology, CardioMetabolic Care & General Medicine @ Merck n.v./s.a. Laetitia Pinton Product Manager Fertility & Endocrinology, CardioMetabolic Care & General Medicine @ Merck n.v./s.a.
- 81. www.insites-consulting.com Thank you! Hope you likedour Heart-to-Heart Talk ! Martijn Huisman Research Consultant InSites Consulting +31 10 742 10 34 Martijnh@insites-consulting.com Sofie Bruggeman, Senior Research Manager Life Sciences & Healthcare InSites Consulting +32 269 14 13 Sofie@insites-consulting.com
- 82. New York I Timisoara I London I Rotterdam I Ghent www.insites-consulting.com Online Ethnography Evaluating & Optimizing Health Apps
- 83. Research questions 1. CONTENT. How does the mobile app contribute to health management in practice? 2. USAGE. What are the biggest drivers & barriers for using the health app? 3. TECHNICAL. How is the performance of the app evaluated & how can it be improved?
- 84. IHEADACHE What? Through a blog platform, participants observed themselves and their environment for 4 weeks by keeping track of their app usage and evaluation by taking pictures & writing down experiences. Online ethnography HEADACHE DIARY PRO GLOOKO: DIABETES MYNETDIARY
- 85. Participants help in optimizing the app by drawing their ideal migraine app “The developers omit a big opportunity: understanding WHY the attack occurred. I still didn’t find out the main reason for my migraine”
- 87. Katia Pallini & Carl Vandeloo, UCB CASE study UCB: revival of research surveys
- 88. From ‘survival’ to ‘revival’ of surveys
- 89. SURVEYS
- 90. ARE SURVEYS A DEAD END?
- 91. QUANTITATIVE RESEARCH REPRESENTS 76% OF GLOBAL RESESEARCH SPEND Total Quantitative 76% Other 6% Total Qualitative 18%
- 92. SURVEYS AS A METHOD ARE SURELY NOT DEATH !!! EVEN A VITAL INSTRUMENT IN OUR INDUSTRY
- 93. TPP TA mapping Brand tracking Prescription tracking Dynamic market mapping Forecasting NPS benchmarking Patient profiling … Typical Quantitative Measures
- 94. THE POWER OF NUMBERS FOR YOUR DECISION MAKING
- 95. CLIENT RESEARCHER PARTICIPANT = who needs the data to understand how to achieve business objectives = who collects the data and runs analyses to fill in research objectives = who provides the data from his/her own perspective upon invitation
- 96. CLIENT RESEARCHER PARTICIPANT OFTEN THE (SURVEY) RESEARCH REALITY TODAY
- 97. SURVEYS SHOULD ENGAGE PARTICIPANTS Attractive look&feel Personal invitation Well formulated questions Phrasing adapted to participant Limited fill-out time No ‘monster’ tables No ‘endless’ lists of options Not too much repetition Only relevant qts for participant Gamified … PARTICIPANTS Engaging
- 98. SURVEYS ARE PART OF AN ENGAGING EVIRONMENT PARTICIPANTS Engaging
- 99. WE JUST CAN NOT AFFORD BAD SURVEYS PARTICIPANTS Engaging
- 100. Rx Monitor largely over 1 hour completion time Customer Pulse limited to about 30 minutes PARTICIPANTS Engaging
- 101. No unnecessary screening questions Well-considered set of product / brand attributes No ‘stated’ product / brand attribute importance Limited number of patient cases per HCP No questions the HCP can not answer (e.g. about unfamiliar products) No irrelevant questions in the context of the tracker (it is not an omnibus) No unnecessary overlap with other studies (e.g. patient diary study) … Much shorter survey To convince internal stakeholders (the CLIENT), the argument of alignment of results has proven to be impactful. PARTICIPANTS Engaging
- 102. CLIENT RESEARCHER PARTICIPANT SURVEYS SHOULD ENGAGE CLIENTS CLIENTS Engaging
- 104. Expected output Top management Global cross functional teams Regional brand leads Regional MR teams ... CLIENTS Engaging
- 105. Different functions require different metrics & a different level of data understanding Study should support fast and solid decision making throughout the company Needs to be flexible. You want the right slides at the right time It should be easy to ‘blend’ the study results in given context (e.g. UCB template, metrics/definitions used in other sources should be defined the same way …) Deliverables tailored to customer needs CLIENTS Engaging
- 106. Contents RX Monitor Customer PULSE A 3-Step Approach: 1. Online SURVEY, lean & focused on the measurement critical management KPIs & market dynamics 2. Internal result workshop with brand teams to discuss and identify needs for deeper Rx understanding 3. In-depth qualitative BLOG research with specialists to understand blind spots and uncover drivers & barriers of Rx behaviour Taking Customer Connect FORWARD UCB CLIENT RESEARCHER PARTICIPANT 2. 3. 1. 2. 3.
- 107. CLIENT RESEARCHER PARTICIPANT MORE 2-WAY COMMUNICATION Quantitative Online survey Delivering key brand performance metrics Consult detailed results via Interactive Reporting tool Discuss in internal workshops with brand teams Identify knowledge gaps DiscussKey IndicatorsOnline Survey 1. 2. From the early start of the process Agreement on key metrics Agreement on expected deliverables Discuss ‘why’ for better understanding Detect missing context to go further Customer involvement is key
- 108. CLIENT RESEARCHER PARTICIPANT MORE 2-WAY COMMUNICATION “ The decision is always very complex, because it concerns highly efficient, expensive agents that also have substantial side effects. If the patient tolerated one biologic therapy well, than I find it difficult to change to another agent, and I also see no sense doing it. (Germany, brand prescriber) In-depth qualitative blog research to understand drivers and fill in blind spots of the survey Uncover drivers & barriersofRx behavior 2-week IndividualBlog 3. Macro level - ‘Global warming’ panels Better data quality Truly understand what data tell Make research actionable Participant involvement is key
- 109. CLIENT RESEARCHER PARTICIPANT SURVEYS SHOULD ENGAGE RESEARCHERS RESEARCHERS Engaging SURVEYS SHOULD ENGAGE ME !!!
- 110. CLIENT RESEARCHER PARTICIPANT = who needs the data to understand how to achieve business objectives = who collects the data and runs analyses to fill in research objectives = who provides the data from his/her own perspective upon invitation THE IDEAL (SURVEY) RESEARCH ENGAGEMENT
- 111. www.insites-consulting.com Thank you! Katia Pallini, Research Consultant InSites Consulting +32 269 12 23 Katia@insites-consulting.com Carl Vandeloo, Senior Customer Insights Manager Global Strategic Marketing UCB +32 2 559 99 99 Carl.Vandeloo@ucb.com
- 112. 5th edition HEALTH SMARTEES 2013 Thank you!